Reference no: EM13227744

Jackie Ney was an enthusiastic employee when she began working in the accounting department at Steelfab Corp. In particular, she prided herself on discovering better ways of handling invoice and requisition flows. The company had plenty of bottlenecks in the flow of paperwork throughout the organization and Jackie had made several recommendations to her boss, Mr. Johnston, which would improve the process. Mr. Johnston acknowledged these suggestions and even implemented a few, but he didn't seem to have enough time to either thank her or explain why some suggestions could not be implemented. In fact, Mr. Johnston didn't say much to any of the other employees in the department about anything they did.

At the end of the first year, Jackie received a 6 percent merit increase based on Mr. Johnston's evaluation of her performance. This increase was equal to the average merit increase among the 11 people in the accounting department and was above the inflation rate. Still, Jackie was frustrated by the fact that she didn't know how to improve her chances of a higher merit increase the next year. She was also upset by the fact that another new employee, Jim Sandu, received the highest pay increase (10 percent) even though he was not regarded by others in the finance department as a particularly outstanding performer. According to others who worked with him on some assignments, Jim lacked the skills to perform the job well enough to receive such a high reward. However, Jim Sandu had become a favoured employee to Mr. Johnston and they had even gone on a fishing trip together,

Jackie's enthusiasm toward Steelfab Corp. fell dramatically during her second year of employment. She still enjoyed the work and made friends with some of her co-workers, but the spirit that had once carried her through the morning rush hour traffic had somehow dwindled. Eventually, Jackie stopped mentioning her productivity improvement ideas. On two occasions during her second year of employment, she took a few days of sick leave to visit friends and family in North Bay. She had used only two sick days during her first year and these were for a legitimate illness. Even her doctor had to urge Jackie to stay at home on one occasion_ But by the end of the second year, using sick days seemed to "justify" Jackie's continued employment at Steelfab Corp. Now, as her second annual merit increase approached, Jackie started to seriously scout around for another job.

Answer the following questions with your group:

1. What symptom(s) exist in this case to suggest that something has gone wrong?

2. What are the main causes of these symptoms?

3. Explain the reduction in Jackie's enthusiasm towards her job using:
a. Expectancy Theory,
b. Equity Theory
c. Another motivational theory /concept that you can apply that you think is relevant

4. Given that Jackie is a professional- level employee, what tactics / strategies could be used by her employer to increase the motivational appeal of her job? How would your answer differ if her job was [i] a unionized job; or, [ii] a low level - low skilled job?

5. Explain how the JCM using the 5 core job dimension could be used to enhance the motivational appeal of her job [e.g, how do you adjust each of the 5 core job dimensions, and then how does adjusting each of these 5 elements change the psychological state created by the doing of the job and thereby the experienced personal outcomes].